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| Criterion |  Business Strategy Value Chain Analysis |  Innovation SCAMPER |  Business Strategy Business Model Canvas |  Innovation Lotus Blossom |
|---|---|---|---|---|
Purposedifferent | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | For an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. | When a central question feels too large, the method breaks it into neighboring topic fields with their own depth of ideation. It holds structure and openness at the same time, so adjacent perspectives don't get lost. This grows an idea space out of a core problem. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | Half day | 30-60 min | 1-2 h | 45-90 min |
Participantsdifferent | 3-8 | 2-10 | 2-8 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Value Chain Map, Lever List | SCAMPER Idea List, Concept Shortlist, Variation Notes | Business Model Canvas, Assumption List, Business Hypotheses | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | BrainstormingIdeationCreativityReframingInnovation | Business modelStrategyValueInnovation | BrainstormingIdeationCreativityDivergenceWorkshop |